This calls for ways to reduce production cost, enhance productivity and improve product quality. Many companies look for ways to improve their production and management processes in order to remain competitive in the market. The paper lays a platform for researchers to understand the applications of Six Sigma and Lean for process excellence. Originality/value – The paper provides an excellent platform for both academicians and working professionals to understand the corporate views of commonalities and differences between the two powerful process improvement methodologies. It is important to capture the viewpoints of more such practitioners to arrive at sound and valid conclusions. Research limitations/implications – The corporate opinions expressed in the paper are those of a few professionals selected for the study. Key findings were grouped under four categories – Approach, Customer, Focus and Organisation. Fourteen commonalities and 17 differences between Six Sigma and Lean were identified. Findings – Thirty-one key points have been highlighted as findings, as a summary of viewpoints provided by the participants. Participants were chosen from different countries across the globe, with a median experience of 10 years as a quality professional with expertise in the field of both Lean and Six Sigma. Design/methodology/approach – The approach taken was to collate the viewpoints from various corporate professionals. Purpose – The purpose of this paper is to present the corporate views of the commonalities and differences between two of the most powerful methodologies for process improvement in organisations.
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